3 About Our Report This is the sixth Sustainability Report published by Coca-Cola İçecek (CCI). This report includes our practices and performance results obtained during the period 1 January 213 to 31 December 213 for four of the ten countries where we operate: Azerbaijan, Jordan, Kazakhstan and Turkey. In the report, we refer to these countries as our "four countries of operation." In addition, we have provided examples of best practices from our Pakistan operations. Standards Used In preparing this report, we were guided by the three principles of the AA1 Assurance Standard: materiality, inclusiveness and responsiveness. We measure and report our social, environmental and ethical performance using leading standards and methodologies such as those adopted by the Global Reporting Initiative (GRI) G4, CDP, International Labor Organization (ILO), United Nations Convention Against Corruption (UNCAC), and WRI Greenhouse Gas (GHG) Protocol. The contents of this report have been prepared in accordance with the G4 Sustainability Reporting Guidelines of the Global Reporting Initiative (GRI). The report corresponds to the Core level in the G4 s reporting standards, and also serves as our Communication on Progress (COP) to the United Nations Global Compact (UNGC). Verification For the third consecutive year, certain data in this report were independently audited. The GHG emissions of CCI Turkey's manufacturing, sales and distribution operations for 213 were audited, as last year, by a third party auditing organization, SGS, and verified in accordance with the International Organization for Standardization s ISO Standard as meeting the requirements of ISO CCI s Turkey operation has successfully passed the audits. Both GHG Protocol s Scope 1 (direct GHG emissions from stationary combustion, mobile combustion, process emissions, fugitive emissions), and Scope 2 (indirect emissions such as those arising from purchased electricity) emissions were verified as a result of this process. The level of assurance was reasonable and materiality required of the verification was considered to be below 5% by the verifier. In addition to this verification, the selected information as defined in the Independent Limited Assurance Report on page 96 of this report received limited assurance from EY. In 213, we obtained for the second time limited assurance on Selected Information* from four of our international operations: Azerbaijan, Jordan, Kazakhstan, and Turkey. The Selected Information covered total energy data, perproduct energy use, total water data, per-product water use, per-product total waste produced, and total waste recycling rate as described in the CCI Reporting Guidance included on pages 85 and 86 of this report. Within the context of this audit, 213 data from CCI s Azerbaijan, Jordan, Kazakhstan, and Turkey plants was assessed to reach a limited assurance conclusion in accordance with the international standard Assurance Engagements Other Than Audits or Reviews of Historical Financial Information (ISAE 3). Feedback Collecting stakeholder feedback is vital for helping us improve both our practices and reporting processes. We closely examine every issue that comes to our attention, and we use any feedback from our stakeholders to continuously improve our practices. We invite our stakeholders to forward any opinions, suggestions or complaints to ABOUT OUR REPORT * The Selected Information is covered on page 96 of this report. 1

4 Message From The CEO We are very pleased to share with you our sixth sustainability report. Since our first report, we have made considerable progress towards improving our sustainability performance and reporting. This year, for the first time we have used the G4, or most recent, version of the Global Reporting Initiative s Sustainability Guidelines. This report includes sustainability performance and practices of our Azerbaijan, Jordan, Kazakhstan, and Turkey operations which account for approximately 7% of our total business volume. Additionally, we have also included examples of best practices related to our Pakistan operations. In line with the G4 Guidelines, we strive to respond to the information needs and expectations of our stakeholders and focus on the issues that are deemed most material to our company and our stakeholders. In this context, material issues include those through which we have the most impact and can make a difference not only in our own operations but also in those of our suppliers and others along our supply chain. To maintain a current list of material issues, we used various stakeholder engagement platforms including internal materiality analysis workshops, stakeholder engagement panels, and stakeholder reputation surveys during 212 and 213. In addition, for the second consecutive year, we have covered all four countries in the scope of assurance of our main environmental performance indicators. In 213, CCI continued its steady course of growth. In yet another year of economic challenges and political instability in many parts of the world, we remained firm and managed to improve on most major indicators. CCI grew consolidated volume by 13.% in 213, marking another milestone by exceeding 1 billion unit cases in total sales. Our international operations reported growth of 31.7%, led mainly by Pakistan (99%), Iraq (55%), and Kazakhstan (11%). Consolidated net sales grew 16.6% to TL billion, with international sales increasing by 26.2% and sales in Turkey by 5.6%. We also grew consolidated EBITDA to 892 million TL, an increase of 22.2% over 212. Moreover, we made significant progress in 213 in terms of our sustainability journey. Our sustainabilityrelated efforts fall under three broad categories: me, we, and world. We also put great effort into enhancing the sustainability performance of our suppliers, distributors, customers, and others along our supply chain, as well as our own plants. me: Enhancing personal well-being Product safety and quality remains one of our top priority areas. We adhere to The Coca-Cola Company s core operating safety and quality requirements known as KORE whilst continuing to pursue other international standards. In addition, we continue to provide transparent nutrition information. In every country where we operate, we continue our efforts to raise awareness of the benefits of active healthy lifestyles. For instance, in 213 we kicked off Move! in 44 schools across Turkey, inspiring more than 4, young people to be more physically active. In 214, we plan to kick-off Move! program in Pakistan and Iraq. In other countries, similar projects were carried out, such as Azerbaijan s Active Family, Healthy Community promoting family sport by engaging parents and children in physical activity in a family environment. In its first year, the program reached more than 5, parents and 35, school children from 6 schools in 1 districts. we: Building stronger communities Our employees have always been key to our success, and they will continue to be so during our journey towards 22. We continue to invest in our people and build capabilities ahead of opportunities in order to build a world class organization. In 213, we introduced our ilead leadership training program to cultivate CCI s future leaders, and we established our Organizational Development Forum. In addition we announced our new Ethics Code, Workplace Rights Policy, and CCI Ethics Service. 213 was a significant year for our progress towards improved occupational health and safety (OHS). We published an OHS policy and launched the CCI Golden Rules Communication Campaign to increase OHS awareness among our employees. Thanks to our training and awareness activities, we reduced our Lost Time Incident Rate from.89 to.55 in the four countries of operation. Despite this success, fleet safety remains an area where we strive to improve our performance. In 213 we continued to support local communities. We donated 3% of our pre-tax profits, or TL 1.5 million, to The Anadolu Foundation for charitable causes. In addition, we continued to support Coca-Cola Life Plus Foundation in Turkey in its efforts related to promoting active lifestyles and protecting the environment. In Kazakhstan 1,5 unemployed women are now participating in the Coca-Cola Belestery Program. The aim of the training program is to support women s economic empowerment by teaching the basics of establishing and running a business. 2 Coca-Cola İçecek Sustainability Report 213

5 In addition, many of our plant employees throughout our operating region continued to support various community investment projects. world: Environment Also in 213, we took important steps to further reduce our environmental footprint. By continuing to implement Operational Excellence (OE) projects and best practices and by making additional investments, we try hard to achieve the ambitious reduction targets we have set for our operations. Improving our energy use ratios (EUR) and water use ratios (WUR), reducing greenhouse gas (GHG) emissions, and increasing total waste recycling rates remain key target areas for our operations. We achieved our waste recycling and GHG goals for 213, but we were unable to achieve our EUR and WUR goals. We will continue to work to improve our performance in energy and water efficiency in all of our manufacturing operations. MESSAGE FROM THE CEO CCI was recognized by CDP as one of the carbon disclosure and performance leaders of 213 in Turkey. We extend our energy-efficiency and carbon emission reduction efforts to our customers by continuously investing in more efficient coolers. In 213, we helped our customers save more than 165, tons of carbon dioxide (CO 2 ) emissions by switching to Energy Management Devices in Azerbaijan, Jordan, Kazakhstan, and Turkey. With respect to our target to reduce our water footprint, all four countries made substantial improvements in 213. In Jordan, in particular, we achieved approximately 42% water saving per liter of product as a result of efficiency projects implemented between 26 and 213. In addition, our Pakistan operation achieved a reduction of 36,551 m 3 as a result of implemented water efficiency projects. Looking ahead, we will continue to implement OE projects to reduce every drop we use, and we will participate in the Water Disclosure Project in Turkey in 214. Our efforts to reduce our environmental footprint and to improve our sustainability performance have been recognized, and as a result, we have received a number of awards. For example, CCI has been named as one of Turkey s carbon disclosure and performance leaders by the Carbon Disclosure Project Turkey. Our Elazığ plant achieved Gold status in the US Green Building Council s LEED v29 Existing Building category. In addition, our Ankara plant was awarded as Best Performing Plant for Quality and Izmir as Best Performing Plant for the Environment for their 213 performance in the 214 Coca-Cola Company Eurasia & Africa Group President s Sustainability Awards (CCI s Azerbaijan, Jordan, and Kazakhstan operations were finalists in this award). CCI became a signatory to the United Nations Global Compact in 29, and since then we have been committed to integrating the Initiative s ten principles related to the environment, human rights, labor and workplace rights, and anti-corruption measures into our overall business strategy. We eagerly embrace these principles, and we will continue to implement them in our business practices. In 213, CCI was selected for inclusion in the new UN Global Compact 1 stock index. We are very delighted that both CCI s financial performance as well as its commitment to sustainability are recognized by the UNGC and international investor community. We are confident that with the commitment and drive from our employees, combined with feedback and guidance received from other stakeholders, CCI will continue to succeed and achieve even better results as we progress along our sustainability journey. Sincerely, Burak Başarır, CEO 3

8 CCI s Journey of Sustainability The First Half of 214 Turkey s Ankara plant is awarded as the Best Performing Plant for Quality and CCI s Izmir plant is awarded as the Best Performing Plant for the Environment in 214 TCCC EAG President s Sustainability Awards. CCI s Kazakhstan, Jordan and Azerbaijan plants were finalists. Awarded the Grand Prize in the ÇEVKO Green Dot Industry Awards which recognizes companies with environmentally-sustainable practices. CCI s Corporate Governance Rating score as measured by SAHA increased to 9.25 from 8.8 (as of 1 July 214). Turkey s Elazığ plant achieved LEED v29 Gold Certificate in the existing building category. CCI's 212 sustainability report is shortlisted in Ethical Corporation s Responsible Business Awards - Best Sustainability Report category in July. 213 All plants in all operating countries complete Top 1 Energy-Saving Challenge Program. Receives Ethics Award from Ethical Values Center Association (EDMER). Wins three prizes at 213 TCCC EAG President s Sustainability Awards including the Best Country Bottling Operation Grand Prize, the Best Performing Plant for Quality, the Best Performing Plant for the Environment. Announces its new Code of Ethics, Workplace Rights Policy and CCI Ethics Service. Turkey receives ISO certificate. Becomes the first and the only company in Turkey and within TCCC system to be included in the UN Global Compact 1 Index. Named as one of Turkey s carbon disclosure and performance leaders by CDP in its Turkey 1 Climate Change Report 213. Turkey is awarded a Gender Equality Certification by KAGIDER. Turkey s Hazar plant becomes operational. CCI s fifth sustainability report is published in accordance with GRI s A+ application level. 212 Recognized as one of the two top carbon performance leaders of 212 in Turkey by CDP. Izmir and Mersin plants complete the Top 1 Energy- Saving Challenge of TCCC and WWF. Named among the best sustainable development practices representing Turkey in the Rio+2 Innovation Competition. Ankara plant takes EFQM s Taking Responsibility for a Sustainable Future prize. Fourth CSR report is approved by the GRI as an A+ level report. Turkey, Azerbaijan and Jordan operations are among the finalists in TCCC Eurasia and Africa Group President s Sustainability Awards. CCI Turkey wins Best Country Bottling Operation Grand Prize. Ankara plant recognized as the Best Performing Plant for 6 Coca-Cola İçecek Sustainability Report 213

10 Performance Highlights in 213 Sustainability across the value chain Thanks to our OE (operational excellence) Program, we identified and implemented 168 OE projects and improvements that are worth about 19.7 million USD million USD 84% Average success rate for SGP (Supplier Guiding Principles) audits at suppliers was 84%. me - Enhancing personal well-being Consumer Well-Being Product Safety and Quality 5,5 employees from all countries of operation participated in the Coca-Cola Ambassador training programs. As CCI we submitted 17 projects to The Coca-Cola Company s Quality & Food Safety Award. Active, Healthy Living: Program kicked off in Turkey at 44 schools, inspiring 4, young people to be more physically active. we - Building stronger communities Workplace Community 81,453 employee-hours training was given, corresponding to 18.9 hours of training per employee. We reduced the LTIR (Lost Time Incident Rate) from.89 to.55 achieving a 38 % improvement. 15,597 employee-hours OHS training, corresponding to 3.6 hours per employee. 1,5 unemployed women have been engaged in the Coca-Cola Belestery Program in Kazakhstan. Donated 3% of our pre-tax profits, equivalent of TL 1.5 million, to The Anadolu Foundation. 8 Coca-Cola İçecek Sustainability Report 213

11 world - Protecting the environment 3,972 Energy Efficiency & Climate Protection at Coolers 57 % of all coolers in Turkey are HFC-Free coolers (81% of new purchases). 77 % of our coolers are equipped with EMD in Turkey, 29 % in Kazakhstan, 5 % in Jordan and.5 % in Azerbaijan. 3,972 employee-hours of environmental training was provided to our employees in Turkey, Jordan, Kazakhstan, Azerbaijan, and Pakistan. By installing EMDs in our coolers in Turkey, Jordan, Kazakhstan and Azerbaijan, we prevented: 165,289 tons of CO 2 emissions in ,322 tons of CO 2 emissions between Thanks to our eco-friendly coolers, in 213 we managed to prevent CO 2 emissions equivalent to the amount of CO 2 that 13.8 million trees extract annually from the environment. PERFORMANCE HIGHLIGHTS IN 213 Energy Efficiency & Climate Protection at Plants In 213, we achieved total energy saving of 55,66,462 MJ through the OE projects conducted at our plants in Turkey, Kazakhstan, Jordan, Azerbaijan and Pakistan which is equal to.7 times the annual energy use of our Izmir plant. Through these savings we managed to prevent 5,67 tons of CO 2 emissions equivalent to the amount of CO 2 that 472,5 trees extract annually from the environment. Sustainable Packaging Water We started trial use of PlantBottle packaging for Damla in 213 and plan its distribution in 214 in Turkey. We increased total waste recycling rate to 96 % in Turkey, 94.7 % in Jordan, 9.3 % in Kazakhstan and 99 % in Azerbaijan. Sold 4.5 million returnable glass bottle in Turkey as of 213. Saved 29.4 tons of glass with returnable glass bottle in Turkey as of 213. Saved 2,67 tons of PET material in Turkey, 1,889 tons in Kazakhstan and tons in Pakistan in 213 through Lightweight Projects. Between , we achieved a water use reduction rate of 19 % in Turkey 42 % in Jordan 21 % in Kazakhstan 9 % in Azerbaijan In 213, we replenished in total 665 million liters of water in Turkey, equal to the consumption of approximately 7,9 households. Unless otherwise stated, the figures provided are related to the four countries of operation, namely Turkey, Jordan, Kazakhstan and Azerbaijan. 9

12 INTEGRATING SUSTAINABILITY CCI 22 Vision & Strategic Framework Vision Be the outstanding beverage company leading the market, inspiring people, adding value through excellence. Mission Build a sustainable and profitable business by refreshing consumers, partnering with customers, delivering superior value to shareholders and being trusted by communities. Values Passion: We put our heart and mind into what we do. Accountability: We act with a high sense of responsibility and hold ourselves accountable. Integrity: We are open, honest, and ethical, and we trust and respect each other. Teamwork: We collaborate for our collective success. Building Blocks of our Culture: Trust in each other Focus on the customer Embrace your work Inspire innovation Collaborate for success Be agile Be participative Enjoy working CCI Target Fields Our Goals People and Organizational Leadership Commercial Leadership Supply Chain Operational Excellence Sustainability Build a highly capable organization and be the employer of choice. Profitably deliver superior value to consumers and customers at the optimal cost to serve. Be the best-in-class consumer demand fulfillment organization that exceeds customer expectations, highest in quality and lowest in cost, in a sustainable, socially-responsible manner. Create a culture of Operational Excellence to support continuous improvement of our business process and systems. Ensure the long-term viability of our business by being proactive and innovative in protecting the environment and be recognized as one of the most responsible corporate citizens by all stakeholders. Our key strategies: 1. Embed sustainability in our culture to achieve our commitments Environment: Minimize our carbon footprint and water usage by reducing packaging, water and energy. Marketplace: Consistently provide the highest quality and food safety compliant beverages. Workplace: Ensure a safe place to work, respecting human rights and be fully compliant with workplace rights. Community: Make a difference in our local communities by encouraging employee volunteerism and by corporate involvement. 2. Develop all employees and business partners a desire to become proud ambassadors of our products and company. 1 Coca-Cola İçecek Sustainability Report 213

13 Sustainability Management An integral part of CCI s operational framework, sustainability is managed together with our core business strategy so as to be effectively deployed throughout every layer and level of the organization. The CCI Board of Directors Corporate Governance Committee has ultimate responsibility for the determination and implementation of the sustainability strategy. This responsibility is undertaken by the CCI Executive Committee, headed by the CEO, and comprised of senior management. The fundamental role of the Executive Committee is to identify long-term sustainability targets and monitor performance against those targets. CCI function heads integrate sustainability targets (set by CCI Executive Committee) into their respective functional objectives. All CCI function heads play a critical role in making sure that sustainability management is connected to field operations. The strategic orientation and objectives that emerge from upper level management processes are conveyed to functional management in order to be transformed into field applications. The CCI Corporate Affairs function is responsible for communicating sustainability targets and performance results. Moreover, our employees are key enablers allowing CCI to integrate sustainability into its business practices. Our technical operators, in particular, play a significant role in achieving supply chain and operational excellence targets with improvements they make in production processes by maintaining maximum levels of operational efficiency, maintenance, and quality while maintaining minimum levels of waste, energy and resource consumption, and environmental impact. We work to embed a sustainability culture throughout CCI operations by recognizing our employees through awards programs such as Innovation Competition and Community Champions. INTEGRATING SUSTAINABILITY CCI s Roadmap For Sustainability Reporting We employed an external review committee to review CCI's Sustainability Report, and we aim to extend our reporting scope in terms of geographical operations starting with our 214 report. Materiality analysis to determine key sustainability pillars Update of the materiality analysis Stakeholder panel to review CCI CSR 211 Report Stakeholder Mapping workshop Materiality analysis in line with GRI G4 Review of sustainability report by an External Report Review Committee Extend reporting scope in terms of operational country

14 Sustainability Approach Based on CCI s 22 Vision and Strategic Framework, sustainability is identified as one of the five main pillars that our company is built on. Our overall sustainability goal is to ensure the long-term viability of our business by being proactive and innovative in environmental protection and to be recognized as one of the most responsible corporate citizens by all stakeholders. In tandem with this approach, CCI s sustainability strategy focuses on issues that are material for our stakeholders as well as for our company. Our sustainability framework what we call me, we, world is our shared vision for how we can work together to create social value, enable positive change for the consumers and communities we serve, and help preserve our environment. While this framework was developed by TCCC, CCI has adapted it to suit our needs. Under this framework, we have identified nine material areas that we manage closely, which are listed in the table below. The contents of our sustainability report reflect our commitments and progress regarding these areas. CCI s Sustainability Framework and Core Sustainability Areas me - Enhancing personal well-being Product Safety and Quality: We aim to maintain high safety and quality requirements of our products. Consumer Well-Being: We commit to offering low -or no- calorie beverage options in our markets; providing transparent nutrition information, featuring calories on the front of all of our packages. Active, Healthy Living: We commit to helping people get moving by supporting physical activity programs. Responsible Marketing: We aim to market responsibly, including no advertising to children under 12. we - Building stronger communities Workplace: We aim to provide a fair and safe working environment for our employees while implementing projects and programs that support personal and professional development. Community: We aim to support sustainable development in communities where we operate and contribute to the welfare of those who live in those communities. world - Protecting the environment Energy Management And Climate Protection: We aim to reduce the amount of energy we consume, to minimize our carbon footprint, and to be a leading company in climate protection while working with key stakeholders including representatives of local communities, universities and governments. Water Management: We aim to implement sustainable water management model key business strategy is based on and minimizing our water footprint as well as reducing the amount of per-product water we consume in all operations. Sustainable Packaging: We aim to minimize the environmental impact of packaging and to increase the use of recycled and bio-based materials. 12 Coca-Cola İçecek Sustainability Report 213

15 Materiality G4-18, G4-24, G4-25, G4-26, G4-27 When deciding which issues to report on, we take into account issues that are material for our sector, our company, and our stakeholders. We derive the contents of our report from a number of different stakeholder engagement initiatives as well as desktop studies as explained below. We also make use of GRI s four Principles for Defining Report Content (Sustainability Context, Materiality, Stakeholder Inclusiveness and Completeness) when developing the contents of our report. Using TCCC s global sustainability framework as a guide, we conducted a materiality analysis in 21 in order to identify our key sustainability pillars, and in 211 we conducted various studies to update our list of material issues. In February 213, with the participation of key opinion leaders and participants from academia, civil society and government, we organized an external stakeholder panel with the aim of reviewing our 211 sustainability report to increase our overall environmental and reporting performance. Following the panel discussion, short-term, mid-term and longterm goals were set for a number of sustainability issues. We implemented a number of the issues throughout 213. The table below summarizes those issues on which we made progress in 213: Stakeholder Reputation Survey At the end of 213 and the beginning of 214, we conducted for the first time an extensive stakeholder survey of our corporate reputation and perception by canvassing the opinions of more than 2,6 people, including our managers, our white and blue collar employees, national and local opinion leaders (from NGOs, academia and government agencies), members of the local community and the neighboring facilities and residents of Turkey. A third-party independent market research company conducted the survey in line with the 213 EFQM model mainly through face-to-face interviews, and also though an online questionnaire. The survey sought to measure the perception of our stakeholders regarding CCI s performance on reducing environmental impact, social investment, workplace conditions, financial stability, product and service quality, management quality and similar. In addition, we also asked opinion leaders to indicate sustainability topics that they consider to be material to CCI. They were also asked to provide their opinions about those issues of which CCI should take ownership. Some of the issues that were raised as important by more than one stakeholder group included water use, energy efficiency, product safety, and health and safety. INTEGRATING SUSTAINABILITY Main expectations expressed at the external stakeholder panel Including strategic suppliers performance for environmental performance in the report. Establishing an External Report Review Committee. Improve the communication of the report and design with better storytelling and easy-to-understand expressions. Start LCA and include a water footprint analysis in the report. Our progress We provided detailed information about how we support our strategic suppliers in their sustainability efforts. We are working with TCCC in order to develop tools and systems to measure the carbon footprints of our suppliers. There is a plan to calculate product-based carbon footprints on a business unit level, including Turkey, throughout the TCCC system. We are investigating alternative methodologies to calculate our Scope 3 emissions. In 213, we estimated our Scope 3 emissions with regard to business travel and employee commuting, and we shared a few examples with regard to emissions of third-party fleets and suppliers. We plan to calculate in 214 the energy and fleet-related Scope 3 emissions of our distributors. We will receive an external committee review and implement its suggestions for improvement in 215. We began in our 212 CSR report including graphics, and we continue to improve the design of our report. We prepared this report in compliance with GRI s G4 standard at core level, including using an easy-to-understand format. We will respond to the CDP Water Questionnaire in 214. We are investigating methods to collect supplier data and methodologies to calculate our product-related carbon footprint. 13

16 The results of the survey indicate that CCI s reputation management score is 75.3 out of a possible 1. Note that in order to make an objective comparison, this score does not include the opinion of our employees. When we include the opinions of our employees, CCI s reputation management score increases to We scored higher than one of Turkey s selected benchmark companies, and we scored lower than two of the other competitors. Stakeholder Mapping Workshop CCI s Corporate Affairs team, with the participation of managers of key business functions, was responsible for identifying key stakeholders and devising engagement plans in 213. In this capacity, a comprehensive stakeholder-mapping workshop was held with the participation of all CCI Turkey business units, HQ, plants, and the commercial team. AccountAbility s AA1 SES Standard and the EFQM Business Excellence Model were utilized in mapping and prioritizing our stakeholders. In this workshop, we updated the engagement methods and the frequency of engagement with our key stakeholders. G4 Materiality Analysis G4-19, G4-2, G4-21 At the beginning of 214, we conducted a materiality analysis with our senior managers of various business functions. They shared not only their own opinions of what is important for CCI but also the expectations of stakeholders with whom they are in continuous communication. Before identifying the most material issues to report on, we conducted a stakeholder mapping exercise. To focus our reporting efforts, we identified those stakeholders who are more likely to read our report. Within the context of sustainability reporting, our key stakeholders in the order of importance are: investors, NGOs, opinion leaders, shareholders, financial institutions, our employees, and TCCC system. In the second part of the workshop, we assessed a long list of issues regarding their relevance and importance for our stakeholders as well as regarding their impact for our business. The list contained issues of the GRI G4 Guidelines and issues that reflect broad-based societal expectations, especially in relation to a company operating in the food and beverage sector. The results of the materiality analysis conducted with managers were also assessed against the results of the corporate reputation survey. Based on the evaluations, a final materiality matrix was developed and is illustrated below. High Influence on Stakeholder Assessment and Decision Low Product Quality Consumer Health and Safety and Well-Being Occupational Health and Safety Energy Efficiency and GHG Emissions Packaging and Waste Water (Use & Wastewater) Corporate Governance Compliance Anti-competitive Behavior Business Ethics Economic Performance Supplier and Distributor Assessment (Raw) Materials Sourcing Indirect Economic Impact Transport Diversity and Equal Opportunity Labor Conditions Community Engagement Lobbying Child Labor and Forced Labor Biodiversity Training and Education Customer Privacy Freedom of Association and Collective Bargaining Indigenous Rights Enviromental, Human Rights and Labor Practices Grievance Mechanisms Security Practices (Human Rights) Assessment Investment and Procurement Practices Equal Remuneration for women and men Supplier Assessment for Impacts on Society Grievance Mechanisms for Impacts on Society Financial Assistance Received from Governments Low Significance of Environmental, Social and Economic Impact High NOTE: The issues that are highlighted in red are also material for our supply chain. NOTE: The issues given in the quadrants above are not listed in terms of importance. 14 Coca-Cola İçecek Sustainability Report 213

17 Those issues listed in the top right corner of the matrix are material issues, relevant to most of our stakeholders and important for the success of our company. These issues have relatively high environmental, social or economic impact and therefore are included in our priority list for managing and improving our performance. This report focuses on these material issues. Issues that are important to some of our stakeholders, or issues which we believe have less impact on our business, are listed in the middle of the materiality matrix. We actively monitor and manage these issues and communicate our actions and performance through different media, including our sustainability reports. INTEGRATING SUSTAINABILITY The left bottom corner of the materiality matrix includes the list of issues that we have assessed but do not find material enough to report our performance on in this report. These issues are less material to our stakeholders but are still being monitored and/or managed by CCI. Aspect Boundaries G4-2 During the materiality analysis we conducted with the senior managers, we assessed the issues not only for our own operations, but also for the operations of other stakeholders in the supply chain, namely suppliers, distributors and customers. While conducting this assessment, we took into account our influence on the issue. For example, energy efficiency and GHG emissions are important both for our own operations and for our customers. We help our customers to reduce their energy consumption by offering them energy-efficient coolers. Another area where we have direct influence is the health and safety performance of our contractors. We actively manage and closely monitor both of these issues. In addition, there are other issues where we do not have direct influence, such as those issues managed by TCCC. For example, child labor and biodiversity during agricultural operations of our suppliers are managed by TCCC through Supplier Guiding Principles (SGP) audits conducted by third parties. Detailed information is available on page 21. In the matrix on the previous page, the issues that are also material for our supply chain and where we have influence have been indicated in red. Information on our efforts and performance on these issues are also available in this report. Stakeholder Engagement G4-24, G4-25, G4-26, G4-27 At CCI, we believe in the importance of stakeholder participation in running our business. We aim to develop long-term relationships with our stakeholders. By holding open dialogues and maintaining transparency in all our dealings, we foster a participative environment where our stakeholders are encouraged to engage in the management of our business. We conduct our stakeholder engagement efforts within the framework of international principles and standards such as AA1 Accountability Principles. We inform our stakeholders about our sustainability efforts through various communication channels, including our website and annual sustainability reports. Through a stakeholder mapping and prioritizing exercise within the context of sustainability reporting, we identified our key stakeholders as: investors, NGO s, opinion leaders, shareholders, financial institutions, our employees and the TCCC system. For business continuity, we also engage regularly and intensively with other stakeholders including our distributors, customers and suppliers. 15

20 External Recognition CCI is Included in the United Nations Global Compact 1 Index CCI became the first and the only company in Turkey and within the Coca-Cola system to be included in the United Nations Global Compact 1 Index (GC 1), a new stock index of companies selected based on their adherence to the Global Compact s ten principles as well as evidence of executive leadership commitment and consistent base-line profitability. Among nearly 8, members of the Global Compact, 713 companies were considered and assessed worldwide for the index and 1 were selected. The GC 1 tracks the threeyear stock market performance of these companies, comparing the results against the broad market benchmark FTSE All-World. The data for total returns shows that there appears to be a correlation between a commitment to corporate sustainability practices and stock performance. CDP CCI was recognized as one of Turkey s carbon disclosure and performance leaders by the CDP in its Turkey 1 Climate Change Report 213. As many as 4, companies around the world participate in the CDP each year, with 36 companies participating in Turkey in 213. The four top-ranking of CDP participant companies were declared as carbon disclosure leaders in Turkey while the seven companies with the highest performance rating were selected as performance leaders. CCI was also awarded as one of Turkey s top two carbon performance leaders in 212 and cited among Turkey s top five carbon disclosure leaders in 211. TCCC Sustainability Awards TCCC Eurasia and Africa Group President s Sustainability Awards for 214 were held in Istanbul in June. This year, our Azerbaijan, Jordan and Kazakhstan operations were among the 1 finalists selected from a pool of 92 Eurasian and African countries competing for the Best Country Bottling Operation Grand Prize. Finalists are selected based on their performances in product safety & quality, environmental standards, occupational safety requirements, and contribution to society. CCI s Ankara and Izmir plants in Turkey repeated their successes from last year, with Ankara being awarded as the Best Performing Plant for Quality and Izmir as the Best Performing Plant for the Environment. Initiatives We Are Signatories To CDP United Nations Global Compact Turkish Climate Platform Turkish Climate Change Leaders Group The 2 C Challenge Communiqué of the Prince of Wales s Corporate Leaders Group Equality at Work Platform established by the Ministry of Family and Social Policies of Turkey within the scope of the World Economic Forum: Closing Gender Equality Gap Program. 18 Coca-Cola İçecek Sustainability Report 213

2013 Communication on Progress Participant The Coca-Cola Company Published 2014/01/02 Time period January 2012 November 2013 Files 2012-2013-gri-report_Coca-Cola.pdf (English) Links http://www.coca-colacompany.com/sustainability

COMMUNICATION ON PROGRESS SAP YEAR 2008 Statement SAP is an early endorser of the United Nations Global Compact with signature recorded in 2000. We remain committed to promoting all ten principles both

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